SAINSBURY'S

"... It is about understanding our customers better than anyone else by creating a simple and intuitive tool that provides intelligent insight, increased revenue and greater loyalty…”

"How do we shift from a purely transactional experience to a more connected and meaningful one with a strategic focus on digital engagement?"

Sirni V —
Account AVP, Infosys

Krishnaswamy Subbarao —
Head of Solutions, Infosys (Sponsor)

The context

The current Sainsbury’s / i2C Sainsbury’s Sales & Customer Insight tool is used across multiple internal and external communities generating insights on transactional trading and customer behaviour/preferences.

Sainsbury’s drivers for a new product redesign program* for its customer insights platform and reporting capabilities for internal use, as well as FMCG, clients consists of three components:

1. To know our customer better than anyone else; by giving customers the best shopping experience, understand them and know their needs as well as being complete control of Sainsbury's data

The current Sainsbury’s / i2C Sainsbury’s Sales & Customer Insight tool is used across multiple internal and external communities generating insights on transactional trading and customer behaviour/preferences.

Sainsbury’s drivers for a new product redesign program* for its customer insights platform and reporting capabilities for internal use, as well as FMCG, clients consists of three components:

1. To know our customer better than anyone else; by giving customers the best shopping experience, understand them and know their needs as well as being complete control of Sainsbury's data

2. Enable adoption and data commercialisation; by making best-in-class insights available to FMCG clients as well as internal users, increase the adoption with next-generation features capabilities focusing on exceptional customer experience

3. Refresh technology to enable a rich interface; by enriching the existing UX and CX available on the go from anywhere, enabling elasticity offered by cloud and align with enterprise architecture
and reducing the cost of ownership by bringing the IP in house

2. Enable adoption and data commercialisation; by making best-in-class insights available to FMCG clients as well as internal users, increase the adoption with next-generation features capabilities focusing on exceptional customer experience

3. Refresh technology to enable a rich interface; by enriching the existing UX and CX available on the go from anywhere, enabling elasticity offered by cloud and align with enterprise architecture and reducing the cost of ownership by bringing the IP in house

*Our sprint off engagement has included onsite, onshore and offshore teams spanning digital product design and build skills

*Our sprint off engagement has included onsite, onshore and offshore teams
spanning digital product design and build skills

A new Sainsbury's Customer Insights platform
Together with Sainsbury's, we initiated an analysis phase, based around three weeks of interactive workshops across four work streams – Strategy, Experience and Visual Design, Technology, and Delivery. Inputs from the workshops will feed into the project’s scope for the MVP build, as well as the technical requirements and dependencies, defined product look and outlined user flows and interactions.

1. Looking at success factors
For this project to be a success, we need to ensure we deliver in three key areas. Starting with an active stakeholder engagement and participation agreement. Yes, an agreement. This engagement would bring significant insights through collaboration, requiring team members dedicated to the product analysis for a majority of their time and allowing for access to SME’s for specific workshop sessions. The Co-location of key team members for our design-thinking and doing workshops. While we wouldn't need to be together every day of the engagement, co-locating increases the quality of our outputs and insights. And the access to existing user research, as well as scope to conduct additional research. In order to create the right experience for the target audience, access to them, via existing research, or through remote and face to face interviews is crucial.

2. How to align our expectations? Scope
Batch one: Persona development and prototyping, experience mapping and co-creation, prototype testing and feedback analysis and visual design direction.
Batch two: Definition of front end integration requirements, functional requirements, non-functional requirements, the definition of front end technology and solution architecture, collaborative backlog grooming, prioritisation and scope refinement

How to align our expectations? Decision-making criteria
We surveyed 10+ roles from pre-sales to implementation, to provide clarity of expectations, to listen to and align stakeholders and to help navigate priorities.

How to align our expectations? Decision-making criteria
We surveyed 10+ roles from pre-sales to implementation, to provide clarity of expectations, to listen to and align stakeholders and to help navigate priorities (tactical & strategic).

2. How to align our expectations? Scope
Batch one: Persona development and prototyping, experience mapping and co-creation, prototype testing and feedback analysis and visual design direction.
Batch two: Definition of front end integration requirements, functional requirements, non-functional requirements, the definition of front end technology and solution architecture, collaborative backlog grooming, prioritisation and scope refinement.

3. How do we get there? Our journey together
We designed a new experience for Sainsbury’s "Next Generation Self Serve" in just 20 days; Exploring FMCG personas and ideating upon new features to create prototypes. We collaborated with the Sainsbury’s core team and real users of the system with both Sainsbury’s staff and clients to validate our concepts with a working prototype that showed a new Self- Serve experience, creating a cross-shop report. Alongside, we created a vision prototype to showcase a future state.

How to align our expectations? Decision-making criteria
We surveyed 10+ roles from pre-sales to implementation, to provide clarity of expectations, to listen to and align stakeholders and to help navigate priorities.

How to align our expectations? Decision-making criteria
We surveyed 10+ roles from pre-sales to implementation, to provide clarity of expectations, to listen to and align stakeholders and to help navigate priorities (tactical & strategic).

3. How do we get there? Our journey together
We designed a new experience for Sainsbury’s "Next Generation Self Serve" in just 20 days; Exploring FMCG personas and ideating upon new features to create prototypes. We collaborated with the Sainsbury’s core team and real users of the system with both Sainsbury’s staff and clients to validate our concepts with a working prototype that showed a new Self- Serve experience, creating a cross-shop report. Alongside, we created a vision prototype to showcase a future state.

4. How do we empathise with the users? To understand Self Serve’s users and their behaviour with Self Serve better, we created four personas with the help of the real user archetypes they were based on. The personas were chosen based on their level of interaction with Self Serve; detailed, light touch, and non-users. The personas were core to our design.

To empathise with how users were interacting with Self Serve, we created an As-Is journey map that summarised all the steps to create a Cross Shopping report, and our persona, Charlotte’s, feelings and pain points at each step. In our second design sprint, we used the same approach to map out a future state experience for a new business question led approach to generating insight.

Where do we find new clients for Finacle?
Redefine the experience of the product
The analysis from Forrester and Gartner on banking platforms and our expectation research showed that ease of implementation was an essential experience to a CIO or CTO. Our workshops also identified the opportunity to win over the CMO of financial institutions, who have low to medium customisation capabilities but with a higher need to function and appear modern and innovative. A new design language should make Finacle more attractive to those who value CX more than just functional requirements.

5. How do we give to our clients what their customers need? Validating our value proposition
"Aligning on the values of Next–Gen–Self–Serve". Next-Gen-Self-Serve designed with a clear and intuitive CX/UX to help broaden the user base, without losing the core functionalities that made it a market leader. It would do this to become future proof, enable better business decisions, and develop stronger and more collaborative relationships between FMCG clients and Sainsbury’s.
Across three rounds, we tested our concepts and designs with real users of Self Serve to gauge their expectations and insights. We used their feedback to iteratively develop every aspect of our prototype to ensure that it would offer the maximum value to those who would be using it.

5. How do we give to our clients what their customers need? Value proposition
"Closer to the customers" is both, the new value proposition but also an internal mindset. Internally we could apply a mindset that was more empathetic to our clients. We would behave in a similar way a bank would do, we would face similar challenges, and wearing a banking hat on solving those challenges. This was the key to creating a more relevant value add — across all domains within finacle, from pre-sales to implementation.

How do we give to our clients what their customers need?
Value proposition
"Closer to the customers" is both, the new value proposition but also
an internal mindset. Internally we could apply a mindset that was more empathetic to our clients. We would behave in a similar way a bank would do, we would face similar challenges, and wearing a banking hat on solving those challenges.
This was the key to creating a more relevant value add — across all domains within finacle, from pre-sales to implementation.

Harnessing the power of every shopping experience
By using Sainsbury's & Nectar data

As part of our approach, we delivered various prototypes to internal stakeholders, pre-sales and implementation teams to collect feedback. The same was also used to validate our ideas and assumptions with real users as well as customers.

One aspect that needed attention was the omnichannel experience. We used an in-branch cash transaction as our primary retail journey because it was complex enough to validate our blueprint, and it touched on every aspect of the customer interaction, including back-office activities.

Our reason "Why"

One of the biggest challenges with market basket analysis sits in the visualisation of the models itself. To be able to build more accurate and deeper prediction models through shopping basket analysis the tipping point for our concept came through an increased diversification in the reporting models.

Instead of showing all possible permutations of just up to four or even six product categories, we came up with a logic to visualise an infinite amount of product categories. Hence increasing the accuracy for returning customers from the 40% range to the 65% range.

ROI evaluation

Sainsbury's and FMCG clients can use the insights gained from the new analysis in a number of ways, including:

Grouping products that co-occur in the design of a store’s layout to increase the chance of cross-selling by 17%
Driving online recommendation engines by 29% (“customers who purchased this product also viewed this product”); and
Targeting marketing campaigns by sending out promotional coupons to customers for products related to items they recently purchased more accurately.

In our ROI evaluation, we are looking at CX benefits
like increased customer retention and greater cross-sell opportunity. Revenue benefits if Finacle was a bank with 1 billion customers* and based on © 2019 Forrester Research ROI model for CX transformation:

A projected decrease in call centre costs (after Year 3): 15% YOY
Incremental customers retained: 90.250.000
Incremental revenue generated from cross- and up-sell: $2.921.250.000
Incremental revenue generated from recommendations: $4.674.000.000
Total incremental cost saving from improved CX: $1.000.000
ROI results low case, most likely estimates (risk-adjusted): 243432%
Net cash flow, most likely estimates (risk-adjusted): $44.454.174.717

finacle team and tools with fayssal loussaief

To deliver high-quality customer and implementation experiences with consistency and at scale, we defined a set of tools as part of our blueprint:

As part of our approach, we delivered various prototypes to internal stakeholders, pre-sales and implementation teams to collect feedback. The same was also used to validate our ideas and assumptions with real users as well as customers.

One aspect that needed attention was the omnichannel experience. We used an in-branch cash transaction as our primary retail journey because it was complex enough to validate our blueprint, and it touched on every aspect of the customer interaction, including back-office activities.

Louise Man, Infosys Delivery Lead • Raghu Terdal, Technology Architect • Vishal Jhawar, Account Lead • Ben Bishop, Tech Architect • Sirni V, Account AVP • Som Kuttalingam, Service Delivery Manager • Andy Campbell, CCO - BB • Tom Wilford, Strategy Lead • Alan Offord Lead Visual Designer • Ben Bishop Technical Lead • Fayssal Loussaief Customer Experience Director

Brilliant Basics Governance
Anand Verma • Ralf Gehrig • Lindsay Wall • Neil Cooper

As part of our approach, we delivered various prototypes to internal stakeholders, pre-sales and implementation teams to collect feedback. The same was also used to validate our ideas and assumptions with real users as well as customers.

One aspect that needed attention was the omnichannel experience. We used an in-branch cash transaction as our primary retail journey because it was complex enough to validate our blueprint, and it touched on every aspect of the customer interaction, including back-office activities.

Louise Man, Infosys Delivery Lead • Raghu Terdal, Technology Architect • Vishal Jhawar, Account Lead • Ben Bishop, Tech Architect • Sirni V, Account AVP • Som Kuttalingam, Service Delivery Manager • Andy Campbell, CCO - BB • Tom Wilford, Strategy Lead • Alan Offord, Lead Visual Designer • Ben Bishop, Technical Lead • Fayssal Loussaief, Customer Experience Director

Brilliant Basics Governance
Anand Verma • Ralf Gehrig • Lindsay Wall • Neil Cooper